Human Resource Management For Determine Performance Appraisals

Importance of Human Resource Management

Discus about the Human Resource Management for Determine Performance Appraisals.

The essential functions of Human Resource Management (HRM) involve the recruitment, selection and training of the employees, determine performance appraisals, maintain workplace safety, communication and motivating employees. This particular discourse will discuss the role and responsibilities of the HR department of a hospital for promoting a sustainable work practice. According to Ehnert and Harry (2012), HRM involves the relevant practices, policies and systems, which can influence the performance, attitudes and behaviors of the employees. This particular study will illustrate the important HR policies, procedures, major aspects of building sustainable HR practices and theories related to the HRM.

An effective Human Resource Management involves job analysis, job design and workflow design in order to develop a transparent link in between strategic goals of the design of jobs and the business (Sharma & Narang, 2012). HRM also plays an important role in the recruitment and selection, training and development process for further success of the company. The HR policies of the first hospital affect the entire business systems and practices that influence the attitudes, performance and behaviors of the employees. Bauer et al. (2012) have mentioned that HRM also supports the performance management, performance appraisals and performance feedback. It also supports the senior management, ensuring the goals of the organization and team roles. However, the first hospital also encounters challenges while implementing a potential performance management process. On the other hand, the strategic human resource management is different from the human resource management. Prasad (2013) has suggested that the strategic human resource management deals with the strategic business objectives of the organization and an ultimate satisfaction of the basic requirements of individual employee. The fundamental responsibilities of the HRM involves the strategic management, health and safety of the employees, analysis and design of work, HR information system, HR planning, recruitment and selection, managing diversity and work life balance, performance management and employee services.

The first hospital in the mentioned case study does not possess dedicated HR manager and HR department. Even the finance manager and the CEO run the facilities of the entire HR department of the hospital. The intermediate managers hardly possess any detailed understanding of their roles and responsibilities within the organization. The higher management of the hospital has engaged an efficient HR consultant, who visits the hospital once a week for overseeing the gradual development of HR practices and policies. Kramar (2014) has mentioned that the HRM solely concentrates on managing the close relationship in between the employee and employer. From the mentioned case study, it is a clear fact that the first hospital fails to maintain a perfect working culture and behavior. This hospital encounters several critical problems, such as high level of staff grievances, staff shortages, turnover and absenteeism, which provide challenges to maintain the quality of care and serious accidents including the staffs and patients. Therefore, there are requirements of relevant and effective recommendations to the CEO for improving the present business operations of HRM at the hospital.

1. The CEO of this particular hospital should recruit potential employees in order to create an HR department.
2. The CEO should arrange an effective training session for the newly hired employees. This training program will help the new HR employees to understand the present business scenario of the hospital and take decision according to that.
3. The training program must cover every responsibility of the HR department, such as the recruitment and selection, training and development, performance management, job analysis and occupational health and safety of the employees of the hospitals.
4. The CEO of the hospital should maintain a proper working environment with engaging only the potential and qualified employees in the HR department. The recruited employees should be appropriate for managing any disputes that may influence the entire business operations of the hospital in an immense manner.
5. The CEO should develop a fair public relation as it helps to control and handle the seminars, formal gatherings and meetings.

Recommended course of action to the CEO of the First Hospital for Improving HRM

The owner and the human resource department of an organization usually publish a perfect uniform set of various effective rules and regulations that every employee should abide. As opined by Jensen (2015), effective HR policies, protocols and procedures play a pivotal role for maintain the entire business activities of the company in today’s competitive business world. As in the provided case study, there is no fixed HR department in the first hospital; therefore, this organization encounters several complicated cases, such as staff grievances, staff shortage, and turnover absenteeism. The first hospital in the provided case study should incorporate completely new HR policies, rules and regulations in order to solve all of these mentioned challenges. On the other hand, the second hospital is passionate about its present HR activities and department and the effectiveness of the HR department is clearly revealed in its standard quality patient care and maintenance of the provided facilities to the employees. The implemented HR policies in the second hospital are potential and effective enough to control the staff engagement and the organizational commitment both to its patients and the employees.

Lis (2012) has mentioned that the effective HR policies improve the employee orientation, which helps the employees to provide their best performance while performing the allocated tasks within the organization. However, from various researches, it has been revealed that the effective HR policies, protocols and procedures always involve relevant code of conduct, which lists various prohibited behaviors and actions that may influence the working environment of an organization. Even the second hospital in the provided case study strictly follows proper hiring policy, which the first hospital fails to follow.  Ulrich et al. (2012) have suggested that the effective HR policies also ensure the fact that the employees of an organization follow the established rules as well as the concerned managers enforce them in consistent manner. All of the employees of second hospital are solely committed to perform their own roles and responsibilities in perfect manner in order to reach the predetermined goals of the company. As effective HR policies, rules and regulations have great impact on the organizational success in the particular industry, therefore, the CEO and the higher authority of the first hospital in the provided case study should incorporate completely new and potential HR policies in order to solve all current difficulties within the organization.

Wagner (2013) has referred that the sustainable HR practices involve the environmental, economical and social factors for further development of the organization. Most of the organizations have understood the importance of maintaining the sustainable HR practices in order to achieve the long-term goals of the organization. The key feature of building a sustainable HR capability suggests generating long-term benefits with a perfect creation of a virtuous cycle in between the environmental, economic and social consideration (Ehnert et al., 2014). It also involves forming sustainability strategies and making an absolute commitment for appropriate business activities within the particular industry. The first hospital in the provided case scenario should evaluate the sustainable journey of the HR department after establishing a new HR department. Therefore, the CEO and the higher management of the first hospital should understand the requirements of maintaining and promote the sustainable HR practices within the organization for further development in the healthcare sector. The major factor in building the sustainable HR practices involves the realization of creating shareholder value in long-term basis (Garg, 2014). The key features of building the sustainable HR practices within the organization also involves the maintaining of brand and reputation, developed access to the capital, innovation and efficiency, appropriate financial performance, and social benefits. On the other hand, it also engages the close relationship in between the stakeholders and efficient management and the improved ability to attract and retain the talent of the organization (Jose & Mampilly, 2012).

Importance of Effective HR Policies

As those organizations, which strictly follow sustainable HR practices are successful in meeting the exact expectations of both the external and internal stakeholders for instances, the customers, shareholders, communities and the government, therefore, the first hospital should support and promote sustainable HR practices. The key features of building sustainable HR capabilities involve the implementation of sustainable business operations due to adequate integration with the effective business strategies (Ehnert et al., 2013).  Another major feature of the sustainable HR involves its close association with the maintenance of corporate social responsibility (CSR) in immense manner. With the strict following of the sustainable HR practices the first hospital in the provided case scenario can promote the reduction of emissions and carbon footprint in order to support a green environment in the healthcare sector. Even this particular hospital can create perfect trustworthiness and reach a large variety of patients with a strict following of the sustainable HR practices. On the other hand, the features of the sustainable HR practices also include the sustainability initiatives, for instances the employee volunteering programs that can enrich the work experience and can build suitable team skills (Marescaux et al., 2013). It also resolves the critical sustainability issues that may affect the gradual success of the business organization. After understanding all the mentioned key features of building a sustainable HR capability, the CEO of the first hospital should incorporate a new sustainable HR department within the hospital for resolving the existing issues. The sustainable HR practices also help to maintain proper ethics and social responsibilities with suitable code of conducts and set of standards.

According to Cherian & Jacob (2012), the HRM theories are closely interlinked with the motivation, opportunity and ability of the employees of an organization. All of these factors are essential for improving the employee performance in immense manner. The expectancy theory states that an individual possess natural  capability to act or behave in certain ways as they are motivated for selecting particular behavior rather than other existing behaviors. Even the motivational theories are closely interlinked with the HRM theories as both of these theories suggest self-motivation, responsibility and requirement of understanding of the exact position in the organizational hierarchy (Beltrán?Martín & Roca?Puig, 2013). The first hospital should understand the application of the HRM theories while building a new HR department for the organization.

In order to improve the sustainable HR practices of an organization, the higher management should follow some effective and relevant recommendations.

1. The organization should value the importance of human capital development for enhancing the competencies and knowledge.
2. The organization should align and define the organizational purpose before recruit and select the suitable candidates for the success.
3. The organization should concentrate on employee strengths for bringing out the learning and development opportunities.
4. The organization should empower the employees and support innovation for creating a perfect sustainable HR practices.
5. The organization should acquire adequate HR resources and tools for development and empowerment of the associated employees.

Key Features of Building Sustainable HR Capability

If an organization strictly follows all of these mentioned recommendations, then it can establish a perfect and potential sustainable HR department.

Conclusion

On the completion of this report, it is a clear fact that the nexus in between human resource and sustainability is an intangible one. The major tenets of the sustainability suggest the gradual development of the positive benefits of the business activities for all existing stakeholders. The sustainable HR practices involve a proper training and development process in order to involve the recruited employees in the workplace initiatives. Employee communication is another major feature of the sustainable HR practices within the organization as it facilitates the basic discussion in between the hierarchies and departments.

References

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Beltrán?Martín, I., & Roca?Puig, V. (2013). Promoting employee flexibility through HR practices. Human Resource Management, 52(5), 645-674.

Cherian, J., & Jacob, J. (2012). A study of green HR practices and its effective implementation in the organization: a review. International journal of business and Management, 7(21), 25.

Ehnert, I., & Harry, W. (2012). Recent developments and future prospects on sustainable human resource management: introduction to the special issue. Management revue, 221-238.

Ehnert, I., Harry, W., & Zink, K. J. (2014). Sustainability and HRM. In Sustainability and Human Resource Management (pp. 3-32). Springer Berlin Heidelberg.

Ehnert, I., Harry, W., & Zink, K. J. (Eds.). (2013). Sustainability and human resource management: Developing sustainable business organizations. Springer Science & Business Media.

Garg, B. (2014). Human Resource-Driving Force of Sustainable Business Practices. International Journal of Innovative Research & Development, Forthcoming.

Jensen, H. R. (2015). Creating and maintaining sustainable relationships with customers in consumer markets. In Proceedings of the 1997 World Marketing Congress (pp. 631-635). Springer International Publishing.

Jose, G., & Mampilly, S. R. (2012). Satisfaction with HR practices and employee engagement: A social exchange perspective. Journal of Economics and Behavioral Studies, 4(7), 423.

Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), 1069-1089.

Lis, B. (2012). The relevance of corporate social responsibility for a sustainable human resource management: an analysis of organizational attractiveness as a determinant in employees’ selection of a (potential) employer. Management Revue, 279-295.

Marescaux, E., De Winne, S., & Sels, L. (2013). HR practices and affective organisational commitment:(when) does HR differentiation pay off?. Human Resource Management Journal, 23(4), 329-345.

Prasad, R. S. (2013). Green HRM-Partner in Sustainable Competitive Growth. Journal of Management Sciences And Technology, 1(1), 15-18.

Sharma, A., & Narang, G. S. (2012). Achieving competitive advantage through hr practices. In National Conference on Emerging Challenges for Sustainable Business (Vol. 46, No. 3, pp. 750-766).

Ulrich, D., Brockbank, W., Younger, J., & Ulrich, M. (2012). Global HR competencies: Mastering competitive value from the outside-in. McGraw Hill Professional.

Wagner, M. (2013). ‘Green’human resource benefits: do they matter as determinants of environmental management system implementation?. Journal of Business Ethics, 114(3), 443-456.